Our Inner West 2036 - The Inner West Community Strategic Plan - draft for public exhibition Apr 2022

Our Inner West 2036

The Inner West community strategic plan

The Inner West community strategic plan Draft for public exhibition - April 2022

1

The Inner West community strategic plan

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Contents Aboriginal and Torres Strait Islander Statement

2

Mayor’s message

4

Inner West councillors

5

The Uluru Statement from the Heart

6

Councillor priorities for the term

8

Inner West community profile 10 Integrated Planning and Reporting

12

Engaging the community

13

What makes Inner West?

14

Vision Statement

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How to read this plan

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Our Inner West 2036 – plan on a page

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Strategic Directions in detail

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1: An ecologically sustainable Inner West

Aboriginal and Torres Strait Islander Statement We the residents of the Inner West acknowledge Aboriginal and Torres Strait Islander peoples as the first peoples of this land.

2: Liveable, connected neighbourhoods and transport

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3: Creative communities and a strong economy

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4: Healthy, resilient and caring communities

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5: Progressive, responsive and effective civic leadership

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Alignment with State and District plans

We greet the living members of the oldest continuing culture on earth and celebrate your wisdom and special connection to these lands and waters.

We greet all the Aboriginal and Torres Strait Islander peoples of Australia, especially the Gadigal and Wangal peoples of the Eora Nation who are the Traditional Custodians of Inner West lands.

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Cover image: Daniel Kukec Photography, courtesy of Koori Radio

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Our Inner West 2036

Mayor’s Message

5

The Inner West community strategic plan

Inner West councillors Baludarri (Leather jacket)

Balmain Ward

Damun (Port Jackson Fig)

Stanmore Ward

Djarrawunang (Magpie)

Ashfield Ward

Gulgadya (Grass Tree)

Leichhardt Ward

Marrickville Ward

Mayor Darcy Byrne

Clr Liz Atkins

Clr Dylan Griffiths

Clr Marghanita Da Cruz

Clr Mat Howard

Clr Mark Drury

Clr Philippa Scott

Clr Justine Langford

Deputy Mayor Jessica D’Arienzo

Clr Timothy Stephens

Clr Zoi Tsardoulias

Midjuburi (Lillypilly)

Mayoral message to be included when Community Strategic Plan is endorsed by Council.

Clr Kobi Shetty

General Manager's Message

Clr John Stamolis

Clr Chloe Smith

Clr Pauline Lockie

Inner West Wards

Baludarri (Balmain)

GM message TBC

Gulgadya (Leichhardt)

Balmain Ward Baludarri (Leather Jacket) Damun (Stanmore)

Djarrawunang (Ashfield)

Leichhardt Ward Gulgadya (Grass Tree) Ashfield Ward Djarrawunang (Magpie) Stanmore Ward Damun (Port Jackson Fig)

Midjuburi (Marrickville)

Marrickville Ward Midjuburi (Lillypilly)

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Our Inner West 2036

The Inner West community strategic plan

The Uluru Statement from the Heart

“We call for the establishment of a First Nations Voice enshrined in the Constitution.

Makarrata is the culmination of our agenda: the coming

together after a struggle. It captures our aspirations for a fair and truthful relationship with the people of Australia

and a better future for our children based on justice and self-determination…

We invite you to walk with us in a movement of the Australian people for a better future.”

Extract from the Uluru Statement UluruStatement.org

Our commitment to Reconciliation Inner West Council has endorsed the Uluru

Our approach to reconciliation is centred in

Statement from the Heart. The principles of the

inclusive strategies developed with Aboriginal

Statement are given effect in Council's strategies

and Torres Strait Islander peoples. This inclusion

and Reconciliation Plan.

is critical to achieving the sustainable, liveable and

Our vision for reconciliation is an Inner West where Aboriginal and Torres Strait Islander peoples are valued and recognised as the First Peoples of this land, and where full respect and understanding is extended to Aboriginal and Torres Strait Islander peoples by all in our community.

Reconciliation is core to community development for Aboriginal and Torres Strait Islander peoples.

We will work together to enhance the Inner West as a place where Aboriginal and Torres Strait Islander peoples have equal access and opportunities.

connected community identified in this Community Strategic Plan.

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8

Our Inner West 2036

Councillor priorities for the term Main Streets, business, jobs and COVID recovery Main Streets: • Develop a strategy to revitalise and support main streets in every suburb (CSP strategy 2.3.1) • Expand the Perfect Match program to improve the facade of local businesses (CSP strategy 3.2.3) • Develop a Laneways Strategy to promote activations, events, outdoor dining, pedestrian access and beautification (CSP strategy 2.3.1) • Implement a COVID-recovery outdoor dining and live performance plan (CSP strategy 3.1.1) Stronger economy, local jobs: • Hold an Economic Summit (CSP strategy 3.3.1) • Increase Council procurement of local goods and services (CSP strategy 5.4.3) • Partner with universities and TAFE to increase the number of women working in STEM across Council (WMS) • Double the number of apprenticeships and traineeships offered by Council (WMS)

A more open, greener Inner West: • $5 million for new tree planting in the current budget and recurrent funding no less than $2 million each year (CSP strategy 1.2.1) • Better inform residents about threatened and unique species of flora and fauna in our local parks and wild places (CSP strategy 1.1.1) • Trialling “micro forests” (CSP strategy 1.2.2) • Increased adoption of water sensitive urban design (CSP strategy 1.3.1) • Reinstate Leichhardt tidal baths (CSP strategy 1.3.3) • Auditing and increasing maintenance Council’s stormwater assets to improve the health of Parramatta and Cooks rivers (CSP strategy 1.3.3) • At least one inclusive playground in every ward, and public sensory gardens in pocket parks (CSP strategy 4.3.2) • Free puppy classes to improve responsible dog ownership (CSP strategy 4.3.1) A Council that leads on climate: • Free advice for homeowners on improving energy efficiency and sustainability (CSP strategy 1.1.1) • Encouraging greater uptake of electric vehicles and

A Greener Healthier Inner West A more active community: • Commit more than $10 million to upgrade pools at Leichhardt Park Aquatic Centre (CSP strategy 4.3.1) • Develop plans for a state of the art upgrade of Robyn Webster Sports Centre at Tempe Reserve (CSP strategy 4.3.2) • Implement streamlined access to fitness and leisure activities (CSP strategy 4.3.1) • Bring Annette Kellerman Aquatic Centre and Fanny Durack Pool back into operation by Council (CSP strategy 4.3.1) • Extend the Great Harbour Walk to take in Glebe Island Bridge and Bays Precinct (CSP strategy 5.4.1) • Support walking buses and safe walking around 15 local schools (CSP strategy 2.6.1)

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The Inner West community strategic plan

hold an Electric Vehicle Summit (CSP strategy 1.4.2) Towards Zero Waste: • Expand food recycling to every home in the LGA and open a food recycling station in the Inner West (CSP strategy 1.6.3) • Trial a $100 Council rebate on the purchase of sanitary products and a $150 rebate on the

Citizen Service Charter Getting the basics right:

Supporting First Nations People and multiculturalism:

• Set an improved standard and 10% increase

• Develop a local Inner West Council Anti-Racism

budgets for verge mowing, footpath maintenance

Strategy and support International Day for the

and street cleaning (CSP strategy 2.3.1)

Elimination of Racial Discrimination (CSP Strategy 4.1.1)

• Increase investment in renewal of community assets (CSP strategy 2.3.1) A more responsive Council: • Implement a Customer Service Charter (CSP strategy 5.1.1) • Adopt new technologies to improve transparency around maintenance schedules (CSP strategy 5.1.1) • Offer “Your say” stalls directly in neighbourhoods on key issues impacting the community (CSP strategy 5.3.2) • Consider a customer service point in every library (CSP strategy 5.1.1) • Consider a mobile customer service van (CSP strategy 5.1.1) Planning that puts people first: • Reduce development applications times for residential properties from 101 to 60 days (CSP strategy 2.3.2) streets and allow development close to transport, shops and schools, maintain and expand heritage, promote environmental and design excellence and protect employment lands (CSP strategy 2.4.2) • Grow affordable and key worker housing across the Inner West (CSP strategy 2.4.1)

in community languages (CSP Strategy 3.3.1) • Support the improved representation of cultural diversity in arts and culture (CSP Strategy 3.1.1) Serving our diverse communities: • Trial free period and sanitary products in Council-run facilities (CSP Strategy 4.4.4) • Drive the Inner West Pride Centre and coordinate activities for World Pride 2023 (CSP Strategy 4.1.1) • Mark IDAHOBIT, Transgender Day of Visibility and Transgender Day of Remembrance (CSP Strategy4.1.1) • Build a Rainbow Crossing in Newtown (CSP Strategy 4.1.1) • Deliver exceptional Council-run early childhood education (CSP Strategy 4.4.2)

Arts And Creative Policy A creative Council: • Convert Marrickville Town Hall into a multicultural live music, performing arts and cultural centre (CSP strategy 4.4.4) • Expand the Perfect Match program by four more

• Work with 50 venues to host music and arts events

and cycling infrastructure (CSP strategy 2.6.1)

cycleways and footpaths safer (CSP strategy 2.6.1)

• Provide business support for local small businesses

(CSP strategy 3.2.1) as part of the Council’s legalisation of arts in

• Audit shovel-ready projects to maximise State and

increase maintenance budgets to make roads,

declaration (CSP Strategy 4.4.2)

public artworks a year (CSP strategy 3.2.3)

• Strong support for the completion of the GreenWay

• Encourage greater cycling participation and

whose parents are awaiting asylum seeker

• Establish an Inner West Film Festival

Active Transport:

(CSP strategy 2.3.1)

• Provide free early education places to children

• Throughout the LEP process, protect suburban

purchase of reusable nappies (CSP strategy 4.1.3)

Federal Government grant opportunities

Inclusion Policy

main streets and industrial premises in the first six

Key

CSP Strategy - see Strategic Directions in Detail pages in this document WMS - see Workforce Management Strategy (to be endorsed by Council in June 2022)

months after the planning policy being gazetted by the NSW Government (CSP strategy 3.2.2) • Replicate the St.Anmore Festival across the five wards of the Inner West Council (CSP strategy 3.2.1)

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Our Inner West 2036

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The Inner West community strategic plan

Disability

Inner West community profile

2,038

36

Median age of residents

(1.1%)

4.5%

Population density

Aboriginal and Torres Strait Islander population (173 up from 2011)

5,737

Persons per km2

28.3 %

Volunteers

18.9%

to 16.7% of Greater Sydney

Language other than English spoken at home

49.1%

Home ownership

People

34.2%

Born overseas

Average household size

27.5%

Lone households

36.9% Rental

3.5%

Total population (2020)

Forecast population in 2036: 230,667

8.8%

Creative and performing arts industry workers (compared to Greater Sydney 6%)

local jobs

Work outside the Inner West and CBD for work 25.9%

Age groups: 20.3%

17.6%

24.8% 12%

8.5% 18-24

25-34

Top languages other than English spoken:

Same sex couples (compared to Greater Sydney 0.56%)

75,000

Tertiary educated

Work in City of Sydney 42.8%

Social housing

2.24%

local businesses providing over

Work and live in the Inner West 31.3%

Under 18

201,880

41.7%

need help day to day due to disability or old age

19,000

Employment location:

Rent vs own

2.35

Inner West has over

Mandarin �������������������������������������� 3.6% Greek ��������������������������������������������������� 2.9% Italian �������������������������������������������������� 2.8% Vietnamese ������������������������������������� 2% Cantonese ������������������������������������ 1.9% Spanish ��������������������������������������������� 1.5% Arabic �������������������������������������������������� 1.3% Nepali ��������������������������������������������������� 1.3% Portuguese ������������������������������������� 1.1% Filipino/Tagalog ������������������ 0.8%

35-49

50-59

8.6%

6.6%

60-69

70-84

1.7% 85+

Top industries Health care and social assistance

12.2%

Education and training

8.5%

Professional, scientific and technical services

7.8%

Finance and insurance services

7.8%

Retail trade

7.4%

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Our Inner West 2036

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The Inner West community strategic plan

Integrated Planning and Reporting Framework

Engaging the community ‘Our Inner West 2036’ has been shaped, reviewed and

In 2021 we consulted Councillors, staff and the

refined by a large and diverse range of people, across all

community again to make sure the plan continues to

age groups, geographic areas, cultures and languages.

reflect everyone’s priorities and concerns for the future

Input from over 7,000 people, over 18 months,

of our local government area

determined the vision and strategic directions of the

Community, key stakeholders and partners reviewed the

Community Strategic Plan, before it was first adopted in

strategic directions and outcomes, submitted their top

June 2018.

priorities and listed what makes the Inner West unique.

Over the past four years, extensive community

This feedback was collated, analysed and themed, then

consultation has continued to inform Council’s highest

used to inform draft updates to the Our Inner West 2036

priorities, through the development of the following

strategic directions, outcomes and strategies.

strategies and plans Adopted • Disability Inclusion Action Plan 2017-2021

Community engagement highlights:

• Zero Waste Strategy • Local Strategic Planning Statement • Gender Equity Strategy • Land and Property Strategy

Integrated Planning and Reporting Under the NSW Local Government Act 1993, councils are

The Delivery Program is a four year plan which outlines

required to develop a hierarchy of plans known as the

Council's commitment to achieving the outcomes

Integrated Planning and Reporting (IPR) Framework.

and strategies of the CSP. It sets out the initiatives that

This framework assists councils in delivering their community’s vision through long, medium and short term plans.

The Inner West Community Strategic Plan (CSP), Our Inner West 2036, identifies the community’s vision for the future, longterm outcomes, and strategies to get there and how Council will measure progress.

The CSP has five strategic directions: 1.

An ecologically sustainable Inner West

2.

Liveable connected neighbourhoods and transport

3.

Creative communities and a strong economy

4.

Healthy, resilient and caring communities

5.

Progressive, responsive and effective civic leadership

Council will undertake during its term of office. The one

• Employment and Retail Lands Strategy

• Public Toilet Strategy • Companion Animal Action Plan 2019 -2023 Drafted

and contains detailed actions.

• Economic Development Strategic Plan

These plans are supported by the Resourcing Strategy

• Recreation Needs Strategy

which consists of four key components:

• Healthy Ageing Strategy and Action Plan

• Long Term Financial Plan

• Creative Inner West: Cultural Strategy and Action Plan

• Information and Communications Technology Strategy • Workforce Management Strategy

2,000

• Climate and Renewables Strategy

year Operational Plan sits within the Delivery Program

• Asset Management Strategy and Plans

215

online community submissions

• Local Housing Strategy • Integrated Transport Strategy

13

Local Democracy Group workshops

67

Your Say Inner West page visits

community attendees at two Strategic Directions Forums

over

11

200

Strategic Directions Forums recording views

detailed submissions

over

1,000

Community satisfaction survey responses

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The Inner homes, West community strategic plan period large trees,

Our Inner West 2036

a pro-environment ethos

What makes Inner West? heart of Sydney’s culture the food, the culture and the night life

walkability, bike-ability!

heritage houses and streetscapes

home of Sydney’s progressives

the vibe

strong local identity and pride

our connection to the water

all its diversity and just plain buzz

wonderful village feel and the kindness of its residents

Dogs

street art, cafes, wine bars, restaurants and breweries

vibrant, alive and pedestrian filled streets progressive spirit and sense of social justice inclusive and vibrant community

dynamic and ever changing environment

eclectic

heritage houses and streetscapes all things weird and wonderful

walkable neighbourhoods

Food forests and native nursery

the beautiful library, live music venues, local breweries, galleries

a true inner city melting pot

vibrant high streets, local businesses

Multicultural, diverse community, arts community and events

people are passionate about other people and the environment

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You can be whoever you are and you are accepted creative, nonconventional, bohemian

the creative, thinking, dynamic hub of Sydney

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Our Inner West 2036

Vision Statement We are Inner West, land of the Gadigal and Wangal peoples, whose rich cultures, heritage and history we acknowledge and respect. We are defined by our diversity of people, places and ideas. We are an inclusive, vibrant, caring and progressive community where everyone is welcome, people and nature live in harmony, and creativity is a way of life.

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The Inner West community strategic plan

How to read this plan The Community Strategic Plan (CSP) is the highestlevel plan councils prepare. The CSP identifies the community’s vision, priorities for the future and strategies to achieve these.

It addresses four key questions for the Inner West local government area: 1. Where are we now?

2. Where do we want to be?

3. How will we get there?

4. How will we know we have arrived?

An ecologically sustainable Inner West

Our Inner West 2036 has:

5 strategic directions

key themes of community priorities

24 outcomes

what we want to achieve by 2036

Outcome 1.1: The Inner West community is recognised for its leadership in sustainability and tackling climate change

60 strategies

1.1.1 Provide the information, knowledge, and access to tools needed for a sustainable Inner West

the high level actions to be undertaken

Deliver, Facilitate/ Partner: NGO, NFP, NSW, Tertiary, Industry Groups

by Council and its many partners

Council’s role

Where Council is not wholly

the CSP on behalf of the Inner West

are listed:

Council takes the lead in developing community but is not responsible for

responsible, partner organisations NSW: New South Wales Government

delivering all the outcomes. Many

state agencies

partners work together to achieve

Federal: Federal Government

the community vision.

Council’s role is listed under each strategy as: •

Deliver: Council is wholly responsible

•

Facilitate / Partner: Council will work with partners to deliver

•

Advocate / Educate: Council will champion community priorities to other levels of Government and create awareness

Business and Industry: Local businesses, chambers of commerce, industry groups Creative businesses and industries: artists and local creative workers or businesses NFP: Not for profit organisations NGO: Non-Government organisations Community groups: local Inner West groups, often informal

Measuring progress Progress indicators show over time how well the Inner West local government area is meeting community aspirations and whether the strategies are successful.

At the end of each Council term, a State of the Inner West report is prepared to present progress to the community against the indicators, and to inform the review of the CSP which occurs after every local government election.

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Our Inner West 2036

Our Inner West 2036 – plan on a page

• Provide the information, knowledge, and access to tools needed for a sustainable Inner West • Share successes and profile community and Council achievements

2. An increasing and resilient network of green corridors provide habitat for plants and animals • Maintain and increase Inner West’s urban tree canopy

• Manage and improve Inner West’s mid and understorey vegetation • Protect, connect and enhance natural areas, biodiversity corridors and sensitive habitat

3. Waterways are healthy and the community is water-sensitive, treating water as a precious resource • Implement water-sensitive policies and projects

• Capture and use water from Inner West catchment • Identify and plan for river swimming sites

4. Air quality is good and air pollution is managed effectively • Improve air quality through regulation and education for business and industry

• Facilitate alternatives to private motor vehicle use to reduce exhaust emissions

SD3 - Creative communities and a strong economy 1. Creativity and culture are valued and celebrated

SD1 - An ecologically sustainable Inner West 1. The Inner West community is recognised for its leadership in sustainability and tackling climate change

• Minimise air pollution through development regulation 5. Inner West is zero emissions, climate adapted and resilient

• Respond to the Climate Emergency and implement the Inner West Climate and Renewables Strategy • Develop and implement a whole of Council climate adaptation strategy 6. Inner West is a zero waste community with an active share economy

• Move towards a circular economy to avoid waste, reuse, share and recycle through education, information, projects and initiatives • Provide local reuse and recycling infrastructure

• Divert organic material from landfill and provide a food organics service to all households

• Create opportunities for all members of the community to participate in arts and culture and pursue creative lives • Celebrate and promote awareness of the community’s history and heritage 2. Inner West remains the engine room of creative industries and services

SD2 - Liveable, connected neighbourhoods and transport

• Pursue integrated planning and urban design across public and private spaces to benefit community and local environment needs

• Monitor local development and ensure it meets legislative requirements for safety and amenity 2. The unique character and heritage of neighbourhoods is retained and enhanced • Provide clear and consistent planning and management that respects heritage and the distinct characters of urban centres

3. Public spaces are welcoming, accessible, clean and safe

• Plan, deliver and maintain public spaces and infrastructure that fulfil and support diverse community needs and life • Ensure private spaces and developments contribute positively to their surrounding public spaces

• Advocate for and develop planning controls that retain and protect existing public and open spaces and provision of additional public and open spaces 4. People have a roof over their head and a safe, secure place to call home • Increase social, community and affordable housing with good amenity, across the Inner West,

• Encourage diversity of housing type, tenure and price in new developments

• Assist people who are homeless or sleeping rough 5. Public transport is reliable, accessible and interconnected

• Improve public transport services • Provide transport infrastructure that aligns to population growth 6. People walk, cycle and move around the Inner West with ease

• Deliver safe, connected and wellmaintained networks of transport infrastructure • Manage the road network to increase safety and prioritise active and public transport over private motor vehicles • Collaborate on innovative transport options

• Promote the Inner West as a leading destination for creativity including street art, live music and performance • Enable creative and cultural industries to thrive through targeted investment and support

• Build new content, audiences and professional opportunities through local programs, including for young and emerging creatives

3. The local economy is thriving

• Assist businesses growth, innovation and improvement

• Encourage new enterprises in Inner West 4. Employment is diverse and accessible

• Manage the strategic future of industrial and employment lands • Collaborate with business and industry on social and environmental initiatives

SD4 - Healthy, resilient and caring communities 1. The Inner West community is welcoming and connected

• Celebrate, value and respect the diversity of the Inner West community

• Foster inclusive communities where everyone can participate in community life

• Address social inequity, obstacles to participation and social exclusion

1. Development is designed for sustainability and makes life better

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The Inner West community strategic plan

2. Aboriginal and Torres Strait Islander Peoples and culture flourish and enrich the Inner West

• Centre Aboriginal and Torres Strait

Islander needs and voices at the heart of initiatives, policies and strategies

• Celebrate Aboriginal and Torres Strait Islander cultures and history 3. People have opportunities to participate, and develop their health and wellbeing • Provide facilities, spaces and programs that support community health and wellbeing

• Build connected communities and provide opportunities for social participation

4. People have access to the services and facilities they need at all stages of life • Plan and deliver infrastructure and services for the changing population

• Provide quality children’s education and care services to ensure a strong foundation for lifelong learning

• Provide facilities, resources and activities for lifelong learning • Improve the quality and use of existing community assets

SD5 – Progressive, responsive and effective civic leadership 1. Council is responsive and servicefocused • Deliver responsive and innovative customer service • Monitor performance and implement continuous improvement to meet the changing needs of the community

2. Council makes responsible decisions to manage finite resources in the best interest of current and future communities • Undertake visionary, integrated, long term planning and decision

making, reflective of community needs and aspirations

• Ensure probity and responsible, sustainable, ethical and open local government • Manage public resources to achieve financial sustainability

3. People are well informed and actively engaged in local decision making and problem solving

• Inform communities through multi-channel communications

• Support local democracy through inclusive participatory community engagement

• Support evidence-based Council decision-making 4. Partnerships and collaboration are valued and enhance community leadership creating positive change • Advocate for emerging community issues

• Build resilience and capacity of local leaders, groups and communities

• Work with suppliers to deliver positive outcomes for the community, economy and environment

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Our Inner West 2036

Strategic Directions in detail

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The Inner West community strategic plan

Strategic Direction 1: An ecologically sustainable Inner West Progress indicators Target or trend

Metric Tree canopy coverage (22% in 2021)

Increase

Residential waste to landfill per capita (199kg/resident)

Decrease

Catchment area serviced by Council raingardens (20 hectares)

Increase

Residential energy consumption (1.89 MWh per capita - Ausgrid)

Decrease

Hectares of natural areas that Council protects and restores (21 hectares)

Maintain or increase

Inner West Council is carbon neutral and 100% renewable for electricity

By 2025

Swimming sites in Parramatta and Cooks Rivers in the Inner West (One in 2021)

Increase

Community satisfaction with Council services (2021 mean out of 5) • Environmental education programs and initiatives (3.25)

Maintain or increase

• Encouraging recycling (3.54) • Flood management (3.33)

• Household garbage collection (4.08)

• Protecting the natural environment e.g. bushcare (3.46) • Removal of illegally dumped rubbish (3.41) • Tree management (3.16)

Outcome 1.1: The Inner West community is recognised for its leadership in sustainability and tackling climate change

Outcome 1.2: An increasing and resilient network of green corridors provide habitat for plants and animals

1.1.1 Provide the information, knowledge, and access to tools needed for a sustainable Inner West

1.2.1 Maintain and increase Inner West’s urban tree canopy

Deliver, Facilitate/ Partner: NGO, NFP, NSW, Tertiary, Industry Groups 1.1.2 Share successes and profile community and Council achievements in sustainability Deliver, Facilitate/ Partner: NGO, NFP, NSW, Tertiary, Industry Groups

Deliver, Facilitate/ Partner: NSW, Community 1.2.2 Manage and improve Inner West’s mid and understorey vegetation Deliver, Facilitate/ Partner: NSW, Community 1.2.3 Protect, connect and enhance natural areas, biodiversity corridors and sensitive habitat Deliver, Facilitate/ Partner: Community 1.2.4 Acknowledge and incorporate Aboriginal and Torres Strait Islander ecological knowledge Deliver, Facilitate/ Partner: Community, NGO

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Our Inner West 2036

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The Inner West community strategic plan

Strategic Direction 2: Liveable, connected places and transport Progress indicators Metric Open space per capita (12.8 sqm/person 2021)

Increase

People who travel to work by public transport (38.2% ABS Census 2016)

Increase

People who travel to work by car, as driver (35.4% ABS Census 2016)

Decrease

Car ownership (28% of households have access to two or more motor vehicles – ABS Census 2016)

Decrease

Road fatalities in the Inner West (Two – 2020 NSW Centre for Road Safety)

Outcome 1.3: Waterways are healthy and the community is water-sensitive, treating water as a precious resource 1.3.1 Implement water-sensitive policies and projects Deliver, Facilitate/ Partner: NSW, Community 1.3.2 Capture and use water from Inner West catchment Deliver, Facilitate/ Partner: NSW, Community 1.3.3 Identify and plan for river swimming sites Deliver, Facilitate/ Partner: NSW, ROCs, NGO, Community Groups 1.3.4 Acknowledge and incorporate the advice of Aboriginal and Torres Strait Islander stakeholders in catchment management Deliver, Facilitate/ Partner: Community, NGO

Outcome 1.4 Air quality is good and air pollution is managed effectively 1.4.1 Improve air quality through regulation and education for business and industry Deliver, Facilitate/ Partner: NSW, Community, Business, Industry 1.4.2 Facilitate alternatives to private motor vehicle use to reduce exhaust emissions Facilitate/ Partner: NSW 1.4.3 Minimise air pollution through development regulation Deliver

Outcome 1.5: Inner West is zero emissions, climate adapted and resilient 1.5.1 Respond to the Climate Emergency and implement the Inner West Climate and Renewables Strategy Deliver, Facilitate/ Partner: NGO, NFP, NSW, Tertiary, Business and Industry, ROCs 1.5.2 Develop and implement a whole of Council climate adaptation strategy Deliver, Facilitate/ Partner: NGO, NFP, NSW, Tertiary, Industry Groups, ROCs

Outcome 1.6: Inner West is a zero waste community with an active share economy 1.6.1 Move towards a circular economy to avoid waste, reuse, share and recycle through education, information, projects and initiatives Advocate/Educate: NFP, Business and Industry 1.6.2: Provide local reuse and recycling infrastructure Facilitate/ Partner: NSW, ROCs 1.6.3: Divert organic material from landfill and provide a food organics service to all households Deliver, Advocate / Educate

Target or trend

0

Incidents of crime in the Inner West (Rate per 100,000 population: 507.7 in 2021 / Two year trend: stable – NSW Bureau of Crime Statistics)

Decrease

Estimate of homeless persons (2215 - ABS Estimating Homelessness 2016)

Decrease

Living in the Inner West - Level of agreement with statements: The Inner West area is a good place to live - (95% agree – 2021)

Maintain or increase

Housing in the area is affordable - (10% agree – 2021) I feel safe during the day - (98% agree) I feel safe after dark - (77% agree) Community satisfaction with Council services (2021 mean score out of 5) • Access to public transport (3.96)

• Appearance of your local area (3.62)

• Building heights in town centres (3.13) • Cycleways (3.07)

• Graffiti removal (3.36)

• Long term planning for Council area (3.11) • Maintaining footpaths (3.18)

• Maintaining local roads excluding major routes (3.16) • Maintenance and cleaning of town centres (3.71) • Management of parking (2.83)

• Managing development in the area (2.88)

• Protection of heritage buildings and items (3.55) • Protection of low rise residential areas (3.23) • Safe public spaces (3.64)

• Stormwater management and flood mitigation (3.41) • Traffic management and road safety (3.27)

Maintain or increase

24

Our Inner West 2036

25

The Inner West community strategic plan October 2021

Outcome 2.1: Development is designed for sustainability and makes life better

Strategic Direction 3: Creative communities and a strong economy

2.1.1 Pursue integrated planning and urban design across public and private spaces to benefit community and local environment needs Deliver

Progress indicators

2.1.2 Monitor local development and ensure it meets legislative requirements for safety and amenity

Metric

Deliver

Living in the Inner West - Level of agreement with statements:

Outcome 2.2: The unique character and heritage of neighbourhoods is retained and enhanced

I have enough opportunities to participate in arts and cultural activities (54% agree – 2021) Community satisfaction with Council services (2021 mean out of 5) • Festival and events programs (3.67)

Facilitate/ Partner: NSW

2.3.1 Plan, deliver and maintain public spaces that fulfil and support diverse community needs and life Deliver 2.3.2 Ensure private spaces and developments contribute positively to their surrounding public spaces Facilitate/ Partner: NSW, Developers

Outcome 2.4 People have a roof over their head and a safe, secure place to call home 2.4.1 Increase social, community and affordable housing with good amenity, across the Inner West Deliver, Facilitate/ Partner: NSW, Federal, NGO, Developers, NFP 2.4.2 Encourage diversity of housing type, tenure and price in new developments Facilitate/ Partner: NSW, Federal, NGO, Developers, NFP 2.4.3 Assist people who are homeless or sleeping rough Facilitate/ Partner: NSW, Federal, NGO, Developers, NFP

Increase

Local town centres are vibrant and economically healthy - (52% agree – 2021)

2.2.1 Provide clear and consistent planning and management that respects heritage and the distinct characters of urban centres

Outcome 2.3 Public spaces are high-quality, welcoming, enjoyable, accessible and creative

Target or trend

Maintain or increase

• Supporting local artists and creative industries (3.46) • Supporting local jobs and business (3.46)

Outcome 2.5: Public transport is reliable, accessible, connected and interconnected 2.5.1 Improve public transport services Facilitate/ Partner, Advocate/ Educate: NSW, NGO, NFP, Community groups 2.5.2 Provide transport infrastructure that aligns to population growth Advocate/ Educate: NSW

Outcome 2.6: People are walking, cycling and moving around Inner West with ease 2.6.1 Deliver safe, connected and well-maintained networks of transport infrastructure Deliver, Facilitate/ Partner: NSW, NGO, Community Groups, Business and Industry 2.6.2 Manage the road network to increase safety and prioritise active and public transport over private motor vehicles Facilitate/ Partner: NSW 2.6.3 Collaborate on innovative transport options Facilitate/ Partner: NSW, Federal, NGO, Developers, NFP

Outcome 3.1: Creativity and culture are valued and celebrated 3.1.1 Create opportunities for all members of the community to participate in arts and culture and pursue creative lives Deliver, Facilitate/ Partner: NSW, Artists, Creative businesses and industries Community Groups 3.1.2 Celebrate and promote awareness of the community’s history and heritage Deliver, Facilitate/ Partner: NSW, Community groups

Outcome 3.2: Inner West remains the engine room of creative industries and services 3.2.1 Promote the Inner West as a leading destination for creativity including street art, live music and performance Deliver, Facilitate/ Partner: NSW, Artists, Creative businesses and industries 3.2.2 Enable creative and cultural industries to thrive through targeted investment and support Deliver, Facilitate/ Partner: NSW, Artists, Creative businesses and industries

3.2.3 Build new content, audiences and professional opportunities through local programs, including for young and emerging creatives Deliver

Outcome 3.3: The local economy is thriving 3.3.1 Assist businesses growth, innovation and improvement Deliver, Facilitate/ Partner: NSW, Business and Industry, NFPs 3.3.2 Encourage new enterprises in Inner West Advocate/ Educate: Business and Industry

Outcome 3.4: Employment is diverse and accessible 3.4.1 Manage the strategic future of industrial and employment lands Deliver, Facilitate/ Partner: NSW 3.4.2 Collaborate with business and industry on social and environmental initiatives Facilitate/ Partner: Business and Industry

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The Inner West community strategic plan

Strategic Direction 4: Healthy, resilient and caring communities Progress indicators Metric

Target or trend

Areas of the Inner West within a 400m walkable catchment of a sizeable public park

Increase

Percentage of children who are developmentally vulnerable (2012–7.6% / 2015–6.6% / 2018–6.1% Early Childhood Development Census)

Decrease

Living in the Inner West - Level of agreement with statements: • Inner West is a harmonious, respectful and inclusive community - (81% agree – 2021) • I feel part of my local community - (74% agree – 2021) • I have enough opportunities to participate in sporting or recreational activities (64% agree – 2021)

Maintain or increase

Community satisfaction with Council services (2021 mean out of 5) • Availability of sporting ovals, grounds and facilities (3.97) • Community centres and facilities (3.72) • Community education programs e.g. English classes, author talks, cycling (3.43) • Council’s childcare service and programs (3.57) • Library services (4.25) • Maintenance of local parks, playgrounds and sporting fields (3.95) • Programs and support for newly arrived and migrant communities (3.63) • Promoting pride in the community (3.63) • Provision of services for older residents (3.37) • Support for people with a disability (3.34) • Swimming pools and aquatic centres (4.01) • Youth programs and activities (3.38)

Maintain or increase

Outcome 4.1: The Inner West community is welcoming and connected

Outcome 4.2: Aboriginal peoples and culture flourish and enrich the Inner West

4.1.1 Celebrate, value and respect the diversity of the Inner West community

4.2.1 Centre Aboriginal and Torres Strait Islander needs and voices at the heart of initiatives, policies and strategies

Deliver, Facilitate/ Partner: NSW, NGO, NFP, Community groups 4.1.2 Foster inclusive communities where everyone can participate in community life Deliver, Facilitate/ Partner: NSW, NGO, NFP, Community groups 4.1.3 Address social inequity, obstacles to participation and social exclusion Deliver, Facilitate/ Partner: NSW, NGO, NFP, Community groups

Deliver, Facilitate/ Partner: NSW 4.2.2 Celebrate Aboriginal and Torres Strait Islander cultures and history Deliver, Facilitate/ Partner: NSW, Community groups 4.2.3 Promote Aboriginal and Torres Strait Islander economic development Deliver, Facilitate/ Partner: NSW, NGO, NFP, Community groups

Outcome 4.3: People have opportunities to participate, and develop their health and wellbeing 4.3.1 Provide facilities, spaces and programs that support community health and wellbeing Deliver, Facilitate/ Partner: NSW, NFP, Business and Industry, Community groups

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The Inner West community strategic plan

Strategic Direction 5: Progressive, responsive and effective civic leadership

Overall Community satisfaction with Council - (92% in 2021 / Mean 3.58 out of 5)

Target or trend Maintain or increase

Community rating of Council’s community engagement (30% fair, 60% good-excellent / Mean 3.75 out of 5)

Increase

Community satisfaction with Council’s integrity and decision-making (80% in 2021 / Mean 3.17 out of 5)

Increase

Community satisfaction with Council contact - (74% in 2021 / Mean 3.56 out of 5)

Increase

Living in the Inner West - Level of agreement with statements: • I have enough opportunities to participate in Council’s community consultation • (37% agree – 2021) • Council offers good value for money • (29% agree - 2021) • Council manages its finances well • (24% agree - 2021)

Increase

Community satisfaction with Council services (2021 mean out of 5) • Community’s ability to influence Council’s decision making (2.89) • Provision of Council information to the community (3.27) • Support and programs for volunteers and community groups (3.43)

5.1.1 Deliver responsive and innovative customer service Deliver

Progress indicators Metric

Outcome 5.1: Council is responsive and servicefocused

5.1.2 Monitor performance and implement continuous improvement to meet the changing needs of the community Deliver

Outcome 5.2: Council makes responsible decisions to manage finite resources in the best interest of current and future communities 5.2.1 Undertake visionary, integrated, long term planning and decision making, reflective of community needs and aspirations Deliver 5.2.2 Ensure probity and responsible, sustainable, ethical and open local government Deliver

Maintain or increase

5.2.3 Manage public resources to achieve financial sustainability Deliver

Outcome 5.3: People are well informed and actively engaged in local decision making and problem solving 5.3.1 Inform communities through multi-channel communications Deliver 5.3.2 Support local democracy through inclusive participatory community engagement Deliver 5.3.3 Support evidence-based Council decision-making Deliver

Outcome 5.4: Partnerships and collaboration are valued and recognised as vital for community leadership and making positive changes 5.4.1 Advocate for emerging community issues Deliver, Advocate/ Educate: NSW, NGOs, Industry Groups 5.4.2 Build resilience of local leaders, groups and communities Deliver, Facilitate/ Partner: NSW, NFP, Business and Industry, Community groups 5.4.3 Work with suppliers to deliver positive outcomes for the community, economy and environment Deliver, Facilitate/ Partner: NSW, Business and Industry

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Our Inner West 2036

Alignment with State and District plans An ecologically sustainable Inner West

Unique, liveable, networked neighbourhoods

Creative communities and a strong economy

Caring, happy, healthy communities

Progressive local leadership

State Priorities Reducing homelessness

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Greener public spaces

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Government made easy

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World-class public service

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Protecting our most vulnerable children

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Reducing domestic violence reoffending

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Lifting education standards

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Improving service levels in hospitals

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Greening our city

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Premier’s Priorities A strong economy Well-connected communities with quality local environments

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Putting the customer at the centre of everything we do

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Breaking the cycle of disadvantage

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Eastern City District Plan directions (Greater Sydney Commission) A city supported by infrastructureInfrastructure supporting new developments

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A collaborative city-Working together to grow a Greater Sydney

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A city for people-Celebrating diversity and putting people at the heart of planning

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Housing the city-Giving people housing choices A city of great places-Designing places for people

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A well-connected city-Developing a more accessible and walkable city

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Jobs and skills for the city-Creating the conditions for a stronger economy

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A city in its landscape-Valuing green spaces and landscape

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An efficient city-Using resources wisely

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A resilient city-Adapting to a changing world

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IWC-0090-04/2022

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The Inner West community strategic plan

Community Languages Talk free with an interpreter call 131 450

Chinese Simplified

我们说普通话。如需免费传译服务，请致电131 450，然后请传译员致电 02 9392 5000 接通 Inner West市政府。

Traditional Chinese

我們能說您的語言。如需免費傳譯服務，請致電131 450，然後請傳譯員致電 02 9392 5000 接通 Inner West市政府。

Greek

Μιλάμε τη γλώσσα σας. Για να μιλήσετε δωρεάν σε διερμηνέα καλέστε το 131 450. Ζητήστε τους να καλέσουν το Δήμο Inner West Council στο 02 9392 5000.

Italian

Parliamo la vostra lingua. Per parlare gratuitamente con un interprete chiamate il numero 131 450. Chiedetegli di chiamare il Comune di Inner West al numero 02 9392 5000.

Vietnamese

Chúng tôi nói ngôn ngữ của quý vị. Muốn nói chuyện có thông dịch viên miễn phí, hãy gọi số 131 450. Yêu cầu họ gọi cho Hội đồng Thành phố Inner West qua số 02 9392 5000.

innerwest.nsw.gov.au